Donna Dubinsky and Apple Computer Case Study Essay

1656 Words Oct 15th, 2012 7 Pages
Donna Dubinsky and Apple Computer, Inc.
Report of Findings and Recommendations

Prepared By:
Robin Armstrong
Table of Contents

Background and Scope 3

Current Scenario 4

Situation Analysis 6

Conclusions and Recommendations 8

Background and Scope

This report has been prepared for Professor XXX. This report summarizes the complete review of Donna Dubinsky’s career at Apple Computer as the Director of Distribution and Sales Administration and the proposed distribution system. In addition, Donna Dubinsky’s response and handling of the proposed distribution system will be assessed.

This review concludes that despite Donna Dubinsky’s stellar education as a Yale graduate and a Harvard MBA she completely
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“You wanted to agree so you found a ground to agree on…But you know what? I never really believed it.”

In April 1985, Donna Dubinsky attended the “Leadership Experience” seminar. Ms. Dubinsky thought that Ms. Coleman used this seminar to “lobby for her cause.” Ms. Dubinsky began to see her own disillusionment as part of a larger problem where the executives were “confused, demoralized, and critical of the company.” She ended the seminar with the realization that proposed distribution strategy was “so radical that it would shut the company down.” So the next day she met with Bill Campbell who was Roy Weaver’s manager and presented him with an ultimatum. Ms. Dubinsky wanted thirty (30) days to develop her own distribution strategy proposal or she would leave Apple.

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Situation Analysis

The following situations are analyzed.

Donna Dubinsky versus Proposed Distribution System

Since Donna Dubinsky and Roy Weaver did not address Mr. Jobs questions regarding the 1985 Distribution Business Plan, he assigned Debi Coleman to develop a new Distribution Strategy Proposal based on the “just-in-time” concept. Ms. Dubinsky was not proactive in presenting her issues and concerns regarding the “just-in-time” concept. It is assumed that she considered the idea not feasible and that it would not gain momentum; however, the exact opposite occurred.

Unbeknownst to Donna Dubinsky, around the same time, Roy Weaver’s

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